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This assignment includes discussion and evaluation between two great leaders. The first leader is Mukesh Ambani who is the one of the best leader in the world. The second leader is Richard Pratt one of the best leader. This assignment consist of the information collected from the lecture notes provide in the class, readings from the books and also the research form the internet.
Leadership is a procedure by which an individual affects others to achieve an aim and guides the association in a method that makes it more consistent and logical. It is just a way of representing talent or skill which deviates the appearance of a common individual. If defined indirectly Leadership is the course of communal inspiration in which a huge mass of individual is assisted by a single being called leader. The leader can have formal authority in some cases. It can also be defined as process of manipulating a group of common individuals to attain mutual goals. (http://www.ramergroup.com)
Culture is the excellence in an individual or culture that rises from an issue for what is observed as brilliant in arts, literatures, behaviours, scholarly quests, etc. Or it can be defined as a specific method or period of evolution as that of a specific state or era. In other words it is demarcated as a way of living life according to group of people. It is a set of rules or say essentials outline which a crowd made and have applied to sort issues of exterior and interior arrangement. (http://dictionary.reference.com)
It is the values andÂ behavioursÂ thatÂ contributeÂ to the uniqueÂ socialÂ andÂ psychologicalÂ environmentÂ of anÂ organization (businessdictionary.com/definition/organizational-culture).
Organization culture includes the organization's experiences, the values which hold it together, philosophy, the business attitudes, rules, customs and expectation of the business. These are shown in the way the associationÂ conductsÂ itsÂ dealing, treats their staff and customers and deal with the environment.
The Organizational culture can be classified in to two dimensions which are person versus task orientation which refers to extent to which cultures highlight human communication as different to focusing on responsibilities to completion of task and egalitarian versus hierarchical which refers to the quantity to which culture displays collective influence as different to hierarchical power
"Leaders are made, they are not born". They are made by consistent hard efforts; it is the value which all of us need to pay in order to achieve any objective or aim that is meaningful. To move or excel any organisation, we would need a leader who has all the skills of effective leadership and all the values. (http://westsidetoastmasters.com)
Leader 1 - Mukesh Ambani
The Chairman and Managing Director of Reliance Industries Limited, India's largest private sector company, Mukesh Ambani was born on April 19, 1957 in Aden, Yemen. (http://billionairetimes.com)
Mukesh Ambani is an Indian business magnate who is the chairman and CEO of the Indian conglomerate Reliance industries limited the foremost company of the Indian energy and materials conglomerate Reliance Group.
Organisational and societal values
Mukesh Ambani has desire and ability of the company to improve its performance by full utilization of its current resources asÂ time, money, equipment, materials, space, people, etc. Leadership and Mukesh Ambani are synonymous references. His leadership style is based on the hard work. He has done many things for the welfare of the people. He joined Reliance in 1981 and was instrumental in Reliance's backward integration from textiles into polyester fibres and petrochemicals. He has done many things for an organisation. Mukesh Ambani has led Reliance Industries Limited, his flagship, to overwhelming heights by leading his enterprise and its members to working inclusively and comprehensively. He has freedom for initiative of Employee to make suggestions, develop plans, make decisions and modify actions
His leadership behaviour recognized by eminent body in the industry by felicitations like Economic period Business Leader 2006 & CNBC-TV18 India Business Leader Award 2007.
Mukesh Ambani's success is the constant need to challenge existing situations.
He created an open environment so that everybody in Reliance was on the same page to come over the feudal style of management & the disruptive style of management.Mukesh Ambani is indisputably a business leader to pursue inspiration from. Having managed a company that is known to be the India's biggest and one amongst the world's finest. Mukesh Ambani is sought to be a modern industry leader. He follows a bureaucratic leadership style through which, he has given the country a modern way of networking in a tele-communicating field.
He is known to be respectful to his employers and always tries to pass on his own qualities and manners. He inherited a vast range of business traits and manners from his father who was also a great business leader. As a result of his definitive traits he has brought his company to the high point.
Leadership Behaviours, attributes and organisational practices
He has shown many attributes and values that are widely accepted and operative amongst different cultures based on his behaviour and organizational practices. Mr Ambani is the chairman and the managing director of the reliance company. He was announced as the businessman of the year 2007 by a public poll in India conducted by NDTV.
Leader 2 - Richard Pratt
Richard Pratt was born on 10 December, 1934. He was the fourth richest person of Australia and Pratt was also chosen as an officer later a Companion of theÂ Order of Australia. He was a protruding Australian Businessman, chairman of Visy Industries and a leading figure of Melbourne society. He died on 28 April, 2009. (http://www.spokeo.com)
Richard Pratt is known to be a great entrepreneur and prosperity maker.Â He was well-known for his speech on the corporate edges. Pratt valued touring the factory floors and seeing the flow of the business with his own eyes and liked to supervise the ground level himself.
Pratt was born in the city of Gdansk, Poland of ethnic Polish Jewish parents. His family emigrated in 1938 and settled in Shepparton, Victoria, changing their surname from Przecicki to Pratt.
Pratt combined study with acting and working as a salesman for the family business, Visy Board. After touring London and New York with a production of Ray Lawler's Summer of the Seventeenth Doll, he returned to Melbourne and Visy. Following the death of his father Leon in February 1969 Pratt took over his father's business.
Organisational and societal cultural values
In 1979, he has expanded his business into recycling. 10 years later, he created the Visy's US business, which has since then become an important part of the creation. His leadership style has been labelled as being kind-hearted with mild dictatorship. Nevertheless, Pratt also inspired absurd devotion by presenting it himself. Pratt contributed substantial funds to both main political parties as well as to former Australian Prime Minister John Howard's Liberal government. One of Pratt's key instructions was to instrument new expertise in the business was vital. He gave better pay to the workers and he also gave the rewards to the best workers of the business as well.
Richard Pratt's leadership style had been defined as being like a sympathetic and kind despotism. He was advancing leader. He is also attentive of the link among the exertion and payment
His main emphasis was first on paper and packaging. But later on due to his aptitude and extensive inclined thinking he became the pronounced Australian leader and chairman of Visy Company. The Pratt Foundation provides about $14 million a year.
He had a custom behavior and had great cultural values. That`s why his performances and other applies are acknowledged and operative by all cultures.
Richard Pratt was well-known in his leadership panache. He selected only the capable and brilliant employee relatively than the person who had a provision of any other great personality.
Richard Pratt`s performances, qualities are commonly recognized due to his business strategies.
Perceptions of societal and organisational culture affected the kinds of leader behaviours and organisational practices that have been accepted and made effective by each leader.
Leader1- for Mukesh Ambani India is separated into two insights- one where achievement and economic progress are authenticated realism and future is as predictably bright. Yet there is the inconsistency to this confidence that points towards the grey supremacy, backward administration and lack of substructure that seems to stand among the path of development. Business can donate by making occasions and prosperity for people, stockholders and economy, which provides to not only its own development but evolution for the entire nation. And when occasions are invented with musical presence through certain healthcare amenities and tutoring, there is nothing that stops India from becoming a world super power. Mukesh Ambani has persistently held societal culture through corporate social responsibility (CSR) and charitable deeds in high esteem. His leadership behaviour recognized by eminent body in the industry by felicitations like Economic period Business Leader. (rilnews.wordpress.com)
Leader2- Richard Pratt authorised the employees to accept the current changes in their commercial environment. He had aided some corporations who were in loss to recover their fatalities and made a name of that company. He also made dissimilar choices but enchanting into explanation the dissimilar cultures he was trading with. Richard Pratt`s performances, qualities are commonly recognized due to his business strategies. (www.apm.org.uk)
Personal, ethnic, national, organisational culture difference in perspective.
Both leaders are difference.
Mukesh Ambani is very deferential and accountable person for his family. He progressed in Chemical Engineering from the University of Bombay and went to the United States to follow a Masters in Business Administration from Stanford University.
Richard Pratt had decent family relations. He respected his child and mother very much. He gave a sincere welcome to his child and gave him a countless farewell when he was suffering with a cancer. He gave his best requirements and cheers to his team members when he was at the end so that the team would continue sticking with each other after him and his requirements were brought by his wife and son to the workers.
Situation of leader 1
His company had planned to make the biggest investment in this sector in India. They planned to invest Rs.25, 000 crore in coming four years. The company that was floated for this purpose is known as Reliance Retail Limited and it would be owned totally by Reliance Industries Limited. They expected to launch 1,000 stores before the year end all over the nation. Within the next three months, He wanted to take the tally of these "Fresh" stores to 100 in the Delhi and NCR regions. He was believed to have invested around Rs. 1000 crores in this region. The Reliance Fresh had been averaging a sale of Rs. 3.5 to Rs. 4 lakh per day per shop. Corporate retail would have no impact on tiny retailers, hawkers and shopkeepers. The study had shown that nearly 90% small retailers had been negatively impacted within a few months of a Reliance Fresh store coming up in their neighbourhood and 87% said Reliance had taken away their business. 66% small vendors said that they would have to close their shops because of declining business. Corporate Retail is clearly growing at the cost of small retail.
Situation of leader 2
Richard Pratt and his father had agreed on the lots of things but in the last years of Leon`s life they had diverged on the one key point. Leon thought that Visy should have only one production site while Richard saw the need of expansion. Richard`s view was solidified by the move of Visy`s largest customers, Kitchen soap and detergent group, to centralised its production in Sydney. The company accounted for ten percent of Visy`s then $5 million output from it reservoir plant and servicing it in Sydney meant sending ten semitrailer loads of cartons north each day risking delays and accident. Then another customer, soft drinks manufacturer Tarax also opened a Sydney plant. Richard knew Visy would lose significant business from both customers if nothing was done to accommodate these changes. Richard responded decisively, buying industrial land at Warwick Farm in western Sydney. He opened his second factory and sent over some key executives to get things going. He also instigated a new communication regime, where by his executives were in constant touch with him. To ensure the risk he was taking were being managed properly and that any problem could be dealt with quickly.
Change ManagementÂ procedure helps a person to manage all needs for change within your project. By putting thisÂ alteration processÂ in place, one can easily be able to monitor. (www.orau.gov/pbm/handbook/)
Leader1- Mukesh Ambani has took his commercial to a peak point. Beforehand the business continued still at one point as it was appeared to be as capacity point of business.
Leader2-Richard Pratt prolonged Visy from two workshops in Melbourne to more than 55 plants across Australia, United States, New Zealand, andÂ Papua New Guinea. From cardboard boxes and packaging, Visy moved into leftoverÂ paper recycling. Later in the 1990s Pratt expanded his operations considerably into theÂ New YorkÂ waste paper business.Â
5 Fundamentals elements of achieving successful change management
Leader1- Mukesh Ambani
1. Mukesh Ambani is the better and effective communicators. He describes his business detail in a short speech with effectiveness. He also called for a dramatic shift in the governance model for better partnership between the government and the private sector in delivering more value to each other, and the society at large.
2. He respects the talented persons that`s why he employed the well experience, talented and qualified employees who are active and have a fully knowledge about their own job.
3. He is very polite to his employees. He gives them the bonus as well. People want to be like him as he has great skills in speaking and taking actions to resolve any of the cause arise. He becomes the idol of others. And due to his personal skills he has led his company to highest point and done much for the people in the telecommunicating and networking field.
4. His every organisational planning always becomes a sign of the success of the business. As the appropriate planning, analysis and implementation is an important part to lead the business forward So all this qualities are present in him.
5. He is very fine in making decisions at a time. Mukesh Ambani strives to generate value though all his processes and it is this ontogeny that reflects the drive and commitment Mukesh Ambani puts into force. Regarded as the face of emerging India, Mukesh Ambani is the prospect of future growth and development of India.
Leader 2-Richard Pratt
Richard Pratt was a not so good communicator as without this skill no one can get a desire level or success. No doubt that he had good dealing skills but due to his bad speech in front of media he got fined of large amount of money.
He had a better active support because of that he led the Visy Company from one star to five stars. When he opened a new plant in Sydney then he sent over there some active executives so that if any problem or risk arises they could resolve it easily without interrupting the other business sites..
He was very polite with his employees and followers. He gave better pay or wages to the employees and he gave the rewards to the best performers of the business as well. Pratt had spent an enormous amount of time and money investing in customer relationships. On top of frequent customer visits, customers were regularly wined and dined or offered discounted tickets to sporting events and the theatre.
His organisational planning is good. It is very difficult to take a decision alone of such a vast business empire. So through his organisational planning and keen analysis he changed the management and brought the Visy Company forward.
He was better in making a decision on the spot. After the death of his father, Richard saw the need of expansion. Richard`s view was solidified by the move of Visy`s largest customers, Kitchen soap and detergent group, to centralised its production in Sydney. But at that time there was two more plants in Sydney were opened and he knew that this could be lose to Visy`s from both the customer side as discussed above. But he showed his decision making kills and opened a new plant in other shore and sent some executives to maintain the situation and if risk would arise they would get it released or finished.
Mukesh Ambani-He gained his skills and leadership during the years of education and training which he had gained. He provided himself with all the required knowledge which he needed to manage .He is a model of a situational traits theory as he stood up when there were major changes needed to take place in the world. he provided his followers with the best results which he could deliver as a leader.
Richard Pratt- His commitments, his educational background and his motivation shows us that and leader is made, a leader but he prevailed himself to become a leader. He is a great example of Behavioural Theories which states that a leader is made what he is. It states that people can learn and become leader. We can also see some situational leadership qualities in his as he administers others.
The universal and culture-specific aspects of leader behaviours, attributes, and organisational practices can be explained in terms of an underlying theory that accounts for systematic differences across cultures because every culture has its different traditions and culture. We can also explain these values in the given two leaders. As different leaders have different leadership styles so they mould their way of making decisions with respect to their own culture and our two leaders did the same. It is also up to the leaders to conceal the different cultures of the employees in an organization and make it into one organizational culture.